Dealing with poor performance or poor attendance

Poor performance by an employee is a key issue for any employer. It not only upsets any employer that an employee is not performing as expected but can also affect profitability. Further, it can demotivate other employees who may feel that their colleague is slacking yet nothing seems to be done.

When poor performance is recognised, the employee in question can be spoken to informally in the first instance to see what the issue is and why there is a drop off in performance. A record should always be kept of such discussions in writing on the employee personnel file. If the issue remains then the matter will need to be dealt with on a more formal basis.

The first thing to do is to invite the employee to an investigation meeting to set out the poor performance and ask for an explanation as to why. It may be that there is a reason for the same such as family issues. These may be resolved by suggesting that the employee takes time off from work to sort out his or her personal life. The employer will also need to be very alive to the issue of training. After all, it is very unfair to discipline someone for being poor at their job when they have not been properly trained or indeed supervised.

If there is unexplained poor performance then a written warning will usually be given and  agree a period of time for improvement. The employee also needs to be told of what is expected. At the disciplinary hearing, notes should be taken and agreed and the employee must be reminded of his right to representation.

If poor performance continues then the process will be repeated and a final written warning will be given then dismissal. Meetings will need to be held and an appeal must be held if requested. Always confirm the outcome of any meetings in writing.

If attendance is an issue then an investigation meeting will need to be held. If the employee gives an explanation such as that they are late as they have to care for their sick mother then the employer can consider things such as changing the start time of work for that employee. If there is no good reason i.e. a member of staff who takes a large number of single days absence, the employer will need to issue warnings in a similar way to poor performance.

Where attendance levels are an issue it is key to know what the average amount of days taken off is. After all, the employee must know what is expected. If he or she takes 15 days off a year and is just told to improve, they can hardly be dismissed for taking 13 days off in the following year as this is nevertheless an improvement of sorts. Far better to say our average employee takes off 7 days a year sickness and we do not expect you to be over that figure unless there is very good reason for the same.  

SUMMARY OF KEY ISSUES

• Hold meetings and record by way of minutes
• Identify issues and address as necessary
• Give an opportunity for improvement in all but the most exceptional of cases 
• Never forget the right of appeal
• Be aware of disabilities and how these may affect performance